The Humble, The Hungry, The Smart: Beyond “The Five Dysfunctions of a Team”
Building (and hiring) a great team takes time and effort. Patrick Lencioni’s “The Five Dysfunctions of a Team” became a staple reading in an Agile community these days.
The incidence of DevOps teams is on the rise according to reports, but the industry remains divided on whether a DevOps team should even exist. Some are wary of creating additional silos, or are of the opinion that DevOps is a methodology that everyone should subscribe to in an organisation; others point to DevOps teams as an effective way of transitioning to a new way of working.
Nexus builds upon Scrum’s foundation and minimally extends the Scrum framework to enable multiple teams to work from a single Product Backlog to build an Integrated Increment that meets a goal.
The Role Of The Project Manager In An Agile Or Scrum Team - The Projex Academy | PRINCE2 PMP APM LEAN6SIGMA
The scrum team self organizes but that does not mean there's no place for the project manager. Indeed, the project manager can play an important part in an agile project. Find out how to implement in this FREE Guide
Empiricism means working in a fact-based, experience-based, and evidence-based manner. Scrum implements an empirical process where progress is based on observations of reality, not fictitious plans. Scrum also places great emphasis on mind-set and cultural shift to achieve business and organizational Agility. The three pillars of empiricism are as follows:
The Unicorn Project: A Novel About Developers, Digital Disruption, and Thriving in the Age of Data (Audible Audio Edition): Gene Kim, Frankie Corzo, IT Revolution Press
This highly anticipated follow-up to the best-selling title The Phoenix Project takes another look at Parts Unlimited, this time from the perspective of software development.
The Wisdom of Teams: Creating the High-Performance Organization
"The Wisdom of Teams" is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors' clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance. Using engaging case studies and testimonials from both successful and failed teams--ranging from Fortune 500 companies to the U.S. Army to high school sports--the authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive: Commitment to performance goals and common purpose is more important to team success than team building; Opportunities for teams exist in all parts of the organization; Real teams are the most successful spearheads of change at all levels; Working in teams naturally integrates performance and learning; Team "endings" can be as important to manage as team "beginnings." Wisdom lies in recognizing a team's unique potential to deliver results and in understanding its many benefits--development of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smith's comprehensive classic is the essential guide to unlocking the potential of teams in your organization.
Theory of Constraints is a process improvement methodology that emphasizes the importance of the system constraint or “bottleneck.” By leveraging this constraint, organizations can achieve their financial goals while delivering on-time-in-full (OTIF) to c
In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think.